web site hit counter Rethinking Agile: Why Agile Teams Have Nothing To Do With Business Agility - Ebooks PDF Online
Hot Best Seller

Rethinking Agile: Why Agile Teams Have Nothing To Do With Business Agility

Availability: Ready to download


Compare

30 review for Rethinking Agile: Why Agile Teams Have Nothing To Do With Business Agility

  1. 5 out of 5

    Mario Lucero

    I strongly recommend this book to everyone involved in an Agile (and / or digital) transformation. You will find many reasons about the fail of transformations such as to take so long time to evaluate business initiatives that the author called Upstream. Most people is concerned only in the Downstream (or Development) where Scrum can help but without considering the whole big picture or Value Stream Mapping Scrum or Kanban or whatever won't impact in time to market. Last but not least, the author I strongly recommend this book to everyone involved in an Agile (and / or digital) transformation. You will find many reasons about the fail of transformations such as to take so long time to evaluate business initiatives that the author called Upstream. Most people is concerned only in the Downstream (or Development) where Scrum can help but without considering the whole big picture or Value Stream Mapping Scrum or Kanban or whatever won't impact in time to market. Last but not least, the author treat many times with WIP that is a huge challenge for companies. As soon any manager found (or think) a great idea said let's work on it without taking into account the rest of work in process and the capacity of teams.

  2. 5 out of 5

    Leonardo Longo

    A critical book for the ones discussing agile management, praising the usage of words such as sprints, scrum, kanbam and all other "agile therms checklist". It shows the problems in companies when agility is the responsability of the operations teams and points a series of practical solutions in different "flight levels". A critical book for the ones discussing agile management, praising the usage of words such as sprints, scrum, kanbam and all other "agile therms checklist". It shows the problems in companies when agility is the responsability of the operations teams and points a series of practical solutions in different "flight levels".

  3. 5 out of 5

    Raphael Donaire

    Rethinking Agile is a kind of book that makes you reflect on the real meaning of business agility. If you are facing digital transformation issues like faster competitors, customers complain, or accelerate technology change; you must read this work. Klaus brought that optimizing elements isolated from one another doesn't create agile organizations. Instead, we need to see an organization on different perspectives (strategy, coordination, and operation) or flight levels as he introduced on the boo Rethinking Agile is a kind of book that makes you reflect on the real meaning of business agility. If you are facing digital transformation issues like faster competitors, customers complain, or accelerate technology change; you must read this work. Klaus brought that optimizing elements isolated from one another doesn't create agile organizations. Instead, we need to see an organization on different perspectives (strategy, coordination, and operation) or flight levels as he introduced on the book. With excellent examples he presented a way of developing system thinking when the business challenge is to reduce time to market. I would highlight some takeaways: 1. Implementing agile methods is a mean, not the purpose to achieve business agility. 2. Organizational change should start with the company processes, not on organizational structure. 3. Manage and eliminate dependencies are essential in a way to promote business agility. 4. Visualize the whole value stream instead of team workflow will help you understand how fast it’s possible to create solutions for your customers. 5. The outcome is more important than the output, so the organization needs to connect the results with the work in progress. 6. Visualize and optimize the organization's decision process if you want to be agile. 7. Working costs money, delivering makes money. 8. Don’t waste your time estimating something that needs to be done. 9. The first agile team to be established at a transformation process should be upper management. 10. Be lean: make things visible, manage the amount of work in process, create feedback loops routines, and improve the way you work. I highly recommend this book for directors, managers, agile experts, product managers, and product development teams.

  4. 4 out of 5

    Nathalie Karasek

    Wundervolles kleines Buch! Optisch sehr ansprechend und angenehm zu lesen. Eine case study mit vielen Erklärungen, die auch interessant ist, wenn man die anderen Bücher von Klaus Leopold bereits kennt! :-)

  5. 4 out of 5

    Wesley Zapellini

    A very light and pragmatic approach into organizing work at different levels in organizations. However, the text inside illustrations in the kindle version are sometimes hard to read. All in all, a great work from Klaus!

  6. 5 out of 5

    Toni Tassani

    Beautiful pictures and design decorate a PDF book (the one I bought in Leanpub) that talks about Kanban without talking about Kanban. Klaus has been talking about his brilliant metaphor of Flight Levels for a while and now his thoughts are in a book. Business Agility and thinking at a higher level than teams is the topic, and he manages to introduce concepts like Pull, Flow Efficiency and Little's Law in an easy way. Visualise, Limit WIP, Feedback Loops. The story about the hero that came to rescu Beautiful pictures and design decorate a PDF book (the one I bought in Leanpub) that talks about Kanban without talking about Kanban. Klaus has been talking about his brilliant metaphor of Flight Levels for a while and now his thoughts are in a book. Business Agility and thinking at a higher level than teams is the topic, and he manages to introduce concepts like Pull, Flow Efficiency and Little's Law in an easy way. Visualise, Limit WIP, Feedback Loops. The story about the hero that came to rescue the company that was doing it wrong did not work for me.

  7. 4 out of 5

    Niklas Heer

    This book is relatively short but contains so many good ideas and insights. I can highly recommend this book to everyone involved or interested in agile working environments.

  8. 4 out of 5

    Bruno

    Leicht verdauliche, angenehm kurze aber dennoch gehaltvolle Darstellung, warum Agilität auf Team oder Umsetzungs-Ebene meist nicht ausreicht - nebst anschaulichen Ansätzen, was zu tun ist, um Agilität auch auf anderen Ebenen (Flight-Level) zu erreichen.

  9. 4 out of 5

    Balthasar

    Ich habe das Buch gelesen, weil es mir von einem Scrum-Master als sehr lesenswert empfohlen wurde. Das im Selbstverlag des Autors herausgegebene und in zahlreiche Sprachen übersetzte Buch enthält leider nichts neues. Oberflächliche Dinge werden in einem typischen selbstbeweihräuchernden Werbestil eines Consultants beschrieben, der halt seinen nächsten Gig verkaufen will. Die Geschichte ist aufgebaut, dass eine Firma bereits zahlreiche Consultants bezahlt hat für einen grösseren Umbauprozess der I Ich habe das Buch gelesen, weil es mir von einem Scrum-Master als sehr lesenswert empfohlen wurde. Das im Selbstverlag des Autors herausgegebene und in zahlreiche Sprachen übersetzte Buch enthält leider nichts neues. Oberflächliche Dinge werden in einem typischen selbstbeweihräuchernden Werbestil eines Consultants beschrieben, der halt seinen nächsten Gig verkaufen will. Die Geschichte ist aufgebaut, dass eine Firma bereits zahlreiche Consultants bezahlt hat für einen grösseren Umbauprozess der IT-Abteilung, der halt leider nicht funktioniert, wie erwünscht. Der Held wird dazu gerufen und erkennt die Probleme sofort (selbstverständlich). Kein Wunder. Die vorhergehenden Consultants haben halt einfach Mist gebaut, wie rasch sogar Laien erkennen würden: Oh Wunder, wenn man nicht den ganzen Teil der Wertschöpfungskette berücksichtigt sondern nur einen kleinen Ausschnitt daraus, stellt sich kein überragender Erfolg ein. Komplette Überraschung. :-) Nebenbei aufgefallen: es sind an einigen Stellen Fremdwörter eingebaut (keine Spoilers hier), die wohl Fachkompetenz darstellen sollen. Die Begriffe treffen die zu beschreibenden Ideen jedoch nicht genau, wie wenn der Autor die Begriffe halt nicht genau kennen würde. Auf tiefergehende Erklärungen hofft man eh vergebens. Man kann nur hoffen, dass Firmen nicht die erstbeschriebenen Consultants beschäftigten, dass sie dann auf solche Heldentaten angewiesen sind. Man muss hoffen, dass Leser nicht grundlegendste neue Einsichten in diesem Buch sehen. In diesen Settings arbeitenden Personen, die grundlegend neues in diesem Buch erkennen, fehlen schlichtweg wesentliche Grundlagen zur professionellen Arbeit in diesem Bereich. Nebst den Abbildungen (was üblich ist) wird auch für den Text selbst eine Drittperson genannt. Die Frage stellt sich am Schluss, wie viel vom ganzen Buch stammt wirklich vom Autor selbst und wie viel von seinen Mitarbeiterinnen. Doch das ist nochmals eine andere Geschichte. Positiver Punkt: Das Buch war zum Glück nicht überrissen teuer. Hinweis: Mit diesem Review wird nur dieses Buch bewertet, das deutlich zu oberflächlich und nicht weiterführend ist. Es wird keine Aussage gemacht über die eigentliche Consulting-Tätigkeit des Autors, die wahrscheinlich sicher vorzüglich ist.

  10. 5 out of 5

    Felipe Albuquerque

    A nice case study about being agile on the right places of the company. The reading is easy and fast, and the ideas presented make much sense in practice. Mind, though, not to copy the case to your own company, ignoring the context. The author himself tells you not to do such a thing. Instead, try to understand the rationale behind the solution presented and check if the principles apply to your context. I just missed some numbers and sincere appointments of limitations and mistakes the author o A nice case study about being agile on the right places of the company. The reading is easy and fast, and the ideas presented make much sense in practice. Mind, though, not to copy the case to your own company, ignoring the context. The author himself tells you not to do such a thing. Instead, try to understand the rationale behind the solution presented and check if the principles apply to your context. I just missed some numbers and sincere appointments of limitations and mistakes the author occasionally made while running the process described in the case. These would bring much more credibility to the book.

  11. 4 out of 5

    Renato Willi

    Although the book has pertinent concepts and ideas, I found it too abstract in terms on how to land the concepts, what are the results and where has them been proved to work. There’s a high level narrative of just one case of business agility, and the shown results are not conclusive. The flight level part is very theoretical and I couldn’t see how to implement it through the audiobook. It seems to be all the time criticizing agile transformation approaches but his own approach relativized everythi Although the book has pertinent concepts and ideas, I found it too abstract in terms on how to land the concepts, what are the results and where has them been proved to work. There’s a high level narrative of just one case of business agility, and the shown results are not conclusive. The flight level part is very theoretical and I couldn’t see how to implement it through the audiobook. It seems to be all the time criticizing agile transformation approaches but his own approach relativized everything, leaving people without a clear path. I liked the concepts, but I wish I had seen more practical examples, more cases and more conclusive evidences of his approach.

  12. 4 out of 5

    Low

    Why did our Agile initiative come to a grinding halt ? Why is the velocity tapering off ? Where are the promises of the Agile movement ? Read on and you might find the answers here. Language is to the point and not repetitive, for those working in large lumbering giants will find a lot relevant here, while getting some tried suggestions to unearth, expose and fix problems with agile initiative to finally deliver the promise of speed.

  13. 5 out of 5

    Paulo Saraiva

    This is probably the best book you will read on the challenges of Agile adoption and scalation from a business perspective and from a local department perspective in any organization. It addresses what really matters, what usually goes wrong and how to overcome the roadblocks on the journey. "Business Agility has nothing to do with Agile Teams." This is probably the best book you will read on the challenges of Agile adoption and scalation from a business perspective and from a local department perspective in any organization. It addresses what really matters, what usually goes wrong and how to overcome the roadblocks on the journey. "Business Agility has nothing to do with Agile Teams."

  14. 4 out of 5

    Liliana Amaya Rendon

    Co-creando dinámicas propias Una adaptación muy simple de agilidad a las vivencias reales de un caso particular que nos invita a no seguir modelos al pie de la letra sino a ir co-creando dinámicas propias.

  15. 4 out of 5

    Marco

    Man merkt dem Autor den starken Bezug zu Kanban an, was allerdings nicht abträglich ist. Sehr bildhaft Agilität in einem Unternehmen erklärt und wie man dort hinkommen kann. Für erfahrene Agilisten ist die Einführung sehr einfach gehalten, aber die folgenden Kapitel ziehen dann inhaltlich an.

  16. 5 out of 5

    Craig

    Klaus brings up great points of how team’s agility does not equal business agility (among other good points). The book focuses on a case study of a business. I would give the content 4 stars, the editing brings it down to 3.

  17. 5 out of 5

    Ritesh I

    Flow efficiency a pivotal parameter for success Usage of kanban and enhancing flow efficiency forms foundation blocks to enhance business agility. Excellent overview. Needs a re read .

  18. 5 out of 5

    Damien ALAWIYE

    I was expecting something much more substantial. A good read never the less with a strong emphasis on scaled Lean for Organizations.

  19. 4 out of 5

    Eugênio Zulu

    This review has been hidden because it contains spoilers. To view it, click here. It's really bring me a cool insight, between many others. Try to identify what you really been doing different, in your delivery system It's really bring me a cool insight, between many others. Try to identify what you really been doing different, in your delivery system

  20. 5 out of 5

    Alexander Rose

    Eine "kleine" Offenbarung. Eine "kleine" Offenbarung.

  21. 4 out of 5

    David Thornewill

    It really helped me shape my views on our Agile project. We had started like the company in the first 20 or so pages.

  22. 4 out of 5

    Gustav Bertram

    Great book on agile, and re-emphasizes that you should have an agile company, not just an agile tech team.

  23. 5 out of 5

    Dipuponski

    Fresh and clearly written take on why so many companies fail when transferring to agile and how to avoid this. "Focus on the goal, not on the method". Fresh and clearly written take on why so many companies fail when transferring to agile and how to avoid this. "Focus on the goal, not on the method".

  24. 4 out of 5

    Pablo Silva

    For those who are thinking in starting a Agile transformation, I strongly recommend the reading of this book. The concept of Flight levels is an astonishing one!

  25. 4 out of 5

    David Grant

    Short and concise antidote to Agile as a local optimisation. Fleshes out the concepts of Flight Levels, making a useful book to put in front of someone failing to see the big picture.

  26. 4 out of 5

    Marcio Sete

    Business agility is not a tem affair! Great work from Klaus! In this book he uses one of his consulting experiences as a background for story telling, building from the ground up the necessary building blocks for leaders to understand what business agility is all about.

  27. 5 out of 5

    Francisco

    One of the best Business Agility books This is a practical book oriented to show tipical problems in companies when get agility delegating the responsability to the teams. This books makes you another sight about the problem from a systemic view point and a serie of practical solutions in different flight levels.

  28. 4 out of 5

    Valerie

    I enjoyed that this made me question some of my fundamental assumptions about how I’ve been using agile. And conclude that I’ve been using it naively. I’m eager to try to put some of his ideas into practice.

  29. 5 out of 5

    Sarah

  30. 4 out of 5

    Charlotte Williams

Add a review

Your email address will not be published. Required fields are marked *

Loading...
We use cookies to give you the best online experience. By using our website you agree to our use of cookies in accordance with our cookie policy.